The IAM Competences Framework - TRANSCO IAM Competences Framework Issue 3.2 Part 1: Asset Management Competence Requirements Framework November 2012 IAM 39 AM Subjects: Asset Management
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Role 1Policy
Development
Role 2Strategy
Development
Role 1Policy
Development
Role 2Strategy
Development
Role 3Asset Management
Planning
Role 4Implement Asset
Management Plans
Role 5Asset
ManagementCapability
Development
Role 6Risk Management
& PerformanceImprovement
Role 7Asset Knowledge
Management
Optimise thedelivery and
performance ofphysical assets
The IAM Competences FrameworkThe Requirements: Version 2 July 2013
The IAM Asset Management Competence Requirements Framework
The IAM Competences Framework Issue 3.3Part 1: Asset Management Competence Requirements Framework July 2013
1 Introduction 3
1.1 Evolution of the Framework 3
1.2 Purposes of the Framework 3
1.3 Guidance and Feedback 3
2 Structure of the 2012 Framework 4
3 Detailed Contents of the 2012 Framework 7
4 Mapping the Competence Framework against the ‘39 subjects’ 20
5 Importing Units from the 2012 Competence Framework 22
6 Steering Group 22
7 Bibliography (selected) 23
7.1 IAM Publications 23
7.2 International Publications 23
7.3 Standards Publications 23
7.4 Competence Frameworks 23
7.5 UK Regulatory Authorities 23
8 Disclaimer 23
9 About the IAM 24
Contents
2
Publishing and copyright informationThis document is published by the Institute of Asset Management www.theIAM.orgThe IAM copyright notice displayed in this document indicates the date of last revision and issue
Version Amendment Version Date Comment
2 3.1 May 2012 Mapped to 39 Subjects (www.theIAM.org/AMA)
2 3.2 November 2012 Finalising for print and correcting typographical errors
2 3.3 July 2013 Changes made to Figure 2, Page 20 - 21
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The following tables show the detailed contents of the Framework. Each Role is presented separately and is followed
by a two stage breakdown of competence requirements into Units and Elements and a list of the underpinning
knowledge and understanding that is considered most relevant to each Role.
Detailed contents of the 2012 Framework
Role 1 POLICY DEVELOPMENT
Summary These units ensure that AM activities are aligned with and achieve the organisational strategic plan. As defined in BSI PAS 55: 2008, an AM policy is a set of principles and mandated requirements derived from and consistent with the organisational strategic plan, providing a framework for the development and implementation of the AM strategy and the setting of AM objectives. Policy-making involves deciding on a definitive course or method of action, selected from alternatives, to guide and, often, to determine present and future AM decisions.
Unit 1.1 Analyse policy requirements
E1.1.1 Define the corporate goals the AM Policy must help achieve
E1.1.2 Define the stakeholder groups and socio-economic issues the AM policy must take into account
E1.1.3 Define the stakeholder requirements the AM policy must address
E1.1.4 Define the opportunities and constraints the AM policy must take into account
Unit 1.2 Develop the AM Policy
E1.2.1 Define the decision criteria for selecting amongst policy options
E1.2.2 Assess policy options using appropriate agreed criteria
E1.2.3 Define the AM policy goals and aspirations
E1.2.4 Define the implications of the AM policy for all stakeholders
E1.2.5 Make effective use of internal and external expertise in the development of AM policy
E1.2.6 Ensure stakeholders are engaged in AM policy development as appropriate
Generic knowledge and understanding requirements of Role 1
The organisation’s strategic plan
The organisation’s risk management framework
Relevant other organisational policies and strategies
Legislative and regulatory frameworks
How to develop Policy options and compare and assess their benefits and impacts
Policy decision criteria and development processes
Asset management decision-making: capital investment, operations and maintenance, lifecycle cost and
value optimisation, resourcing strategy and optimisation, shutdowns and outage strategy and optimisation,
ageing assets strategy
Relevant developments in the business environment and the changes these cause in stakeholder expectations
Processes for stakeholder management and consultation
The impact of changing economic and stakeholder expectations on the long term management of assets
Note that AM is used in place of Asset Management throughout.
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Role 2 STRATEGY DEVELOPMENT
Summary These units are concerned with the provision of strategic asset management direction and leadership and include identifying strategic requirements, demand analysis and forecasting, and strategy development. This role is essential to ensuring that asset management activities are focused on and achieve organisational objectives.
Unit 2.1 Analyse strategic requirements
E2.1.1 Define the AM policy aims and objectives the AM strategy must achieve and support
E2.1.2 Define all risks the AM strategy must take into account
E2.1.3 Define the constraints the AM strategy must take into account
E2.1.4 Define the implications of current and forecast asset condition for AM strategy development
E2.1.5 Analyse the current and future customer requirements the AM strategy must take into account
E2.1.6Define the legal, social, environmental and economic factors and trends the AM strategy must
take into account
E2.1.7 Define the stakeholder groups the AM strategy must take into account
Unit 2.2 Forecast and analyse future user requirements and demands
E2.2.1 Use effective tools and techniques to analyse current demands
E2.2.2 Use historical data to support forecasts of demand and costs and required levels of service
E2.2.3 Use effective tools and techniques to forecast costs and demands
E2.2.4Forecast and assess relevant external products and technological developments and
their likely impacts
Unit 2.3 Develop the AM strategy
E2.3.1 Define the aims and objectives of the AM strategy
E2.3.2Develop key strategies for the overall system, asset portfolios and/or asset groups that
support strategic aims and objectives
E2.3.3 Define the expected outcomes of all AM strategies
E2.3.4 Ensure stakeholders are engaged as appropriate in the strategy development process
E2.3.5 Make effective use of internal and external expertise in strategy development
Unit 2.4 Plan the implementation of the AM strategy
E2.4.1 Define, prioritise and optimise the AM strategy
E2.4.2 Prepare financial projections using suitable good practice models
E2.4.3 Prepare business plans using suitable good practice models
E2.4.4 Define requirements for market research, systems development and management team-building
E2.4.5 Define how effectiveness of the AM strategy will be measured and monitored
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Role 3 ASSET MANAGEMENT PLANNING
Summary These units are concerned with the identification, appraisal, optimisation and prioritising of options and the development of effective asset management plans for implementing the AM strategy and delivering the AM objectives.
Unit 3.1 Appraise investment options
E3.1.1 Define criteria for identifying and evaluating investment options
E3.1.2 Identify investment options for achieving the AM Strategy and AM objectives
E3.1.3 Analyse the costs, risks and benefits of investment options
E3.1.4 Select and justify the most appropriate investment options
E3.1.5 Evaluate detailed investment plans
Unit 3.2 Apply whole life costing principles
E3.2.1 Identify how costs of AM activities and asset values should be determined
E3.2.2 Identify and evaluate appropriate whole life costing models
E3.2.3 Specify costs for all key stages of the AM lifecycle
E3.2.4 Develop business cases using unit cost data
E3.2.5 Ensure appropriate tools to support effective decision making are available
E3.2.6 Define the process for tracking, analysing and verifying unit cost data
E3.2.7 Update whole life cost calculations when unit costs change
E3.2.8 Identify improvement actions through periodic unit cost reviews
Unit 3.3 Produce business case for creation and/or acquisition of assets
E3.3.1Analyse business needs for the creation and/or acquisition of assets based on the requirements of the AM Plan(s)
E3.3.2Specify appropriate performance indicators for whole life assessment of asset creation and/or acquisition
E3.3.3 Assess the costs, risks and benefits of alternative asset creation and/or acquisition options
E3.3.4 Prioritise investment projects on the basis of their anticipated total business impact
E3.3.5Prepare business cases which evaluate the costs, benefits and risks of proposed solutions based on the AM Plan(s)
E3.3.6Identify risks in the commissioning process and assess their impact on current operations and AM activities
E3.3.7 Review and influence procurement policy to achieve optimum asset life-cycle performance
Unit 3.4 Plan for contingencies
E3.4.1 Identify asset related risks
E3.4.2 Identify potential disruptions to critical AM activities
E3.4.3 Plan the most appropriate responses to incidents and emergencies
E3.4.4 Make sure suitable resources are available to respond to incidents and emergencies as planned
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Role 4 IMPLEMENTING ASSET MANAGEMENT PLANS
Summary These units are concerned with how the complete asset lifecycle is managed and planning and controlling the delivery of its main components. They cover operation, maintenance, optimisation and rationalisation of assets.
Unit 4.1 Create and aquire assets
E4.1.1 Develop design specifications to achieve optimum customer, business and life-cycle requirements
E4.1.2Develop specifications for acquisition and installation of assets, including requirements for necessary resources
E4.1.3Ensure assets are acquired or created according to specifications and budgetary and timetable constraints
E4.1.4 Ensure correct installation of assets, in accordance with specifications
E4.1.5Undertake commissioning of assets as appropriate and, where required, transfer control of assets to others
Unit 4.2 Control operations
E4.2.1Develop risk-based implementation plans and objectives in line with operations, maintenance and or refurbishment strategies
E4.2.2 Review and update existing operations strategy
E4.2.3 Develop operations work and resource plans
E4.2.4 Develop and evaluate work management processes
E4.2.5Manage the delivery of workplans including managing changes and the impact of unplanned work
E4.2.6 Manage change relating to assets and systems
Unit 4.3 Maintain assets
E4.3.1 Review and update existing maintenance and/or refurbishment strategies
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Role 5 ASSET MANAGEMENT CAPABILITY DEVELOPMENT
Summary These units are appropriate for those who manage or influence processes that support effective delivery of AM strategy, objectives and plans. They cover how competence is developed and managed in the boardroom, the workplace and the supply chain, the management of organisational change and the development of a suitable organisational culture. They address how suppliers of products and services are managed and developed.
Unit 5.1 Develop and deploy AM people and teams
E5.1.1 Identify workload volumes required to meet AM Strategy, AM Objectives and AM Plans
E5.1.2 Specify competence requirements for AM work activities
E5.1.3 Ensure asset management staff receive relevant necessary training and development
E5.1.4 Assign appropriately competent people and teams to AM work activities
E5.1.5 Direct and coordinate the activities of AM teams
E5.1.6 Develop and support the AM performance of colleagues
E5.1.7 Challenge resource constraints and justify increases
Unit 5.2 Develop and deploy suppliers
E5.2.1 Identify the criticality of products and services to the AM Strategy, AM Objectives and Plan(s)
E5.2.2 Define which products and services should be supplied
E5.2.3Identify and manage suppliers to support the achievement of AM Strategy, AM Objectives and Plan(s)
E5.2.4 Specify requirements for supplied products and services
E5.2.5Identify and specify appropriate forms of contract, terms and conditions for achieving the AM strategy, AM objectives and plan(s)
E5.2.6 Develop and improve the capabilities of suppliers as required
Unit 5.3 Design and manage organisational change
E5.3.1Determine the effectiveness of current organisational structures in supporting AM strategy, AM objectives and plan(s)
E5.3.2Identify changes needed to individual roles and responsibilities to ensure effective support for the AM strategy, objectives and plan(s)
E5.3.3Identify changes needed to asset management teams to ensure effective support for the AM strategy, objectives and plan(s)
E5.3.4Implement changes to organisational structure, teams and individual roles and responsibilities to ensure effective support for the AM strategy, objectives and plan(s)
Unit 5.4 Shape the AM culture
E5.4.1 Promote the goals and benefits of AM
E5.4.2 Define the organisational culture needed to achieve AM strategy, AM objectives and plan(s)
E5.4.3 Plan and implement changes to organisational culture as required
E5.4.4Monitor the effectiveness of the organisational culture in supporting the achievement of AM
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Role 6 RISK MANAGEMENT AND PERFORMANCE IMPROVEMENT
Summary These units are concerned with ensuring that your organisation acknowledges, understands and manages risk effectively and that performance is reviewed and improved over time. Risks include, but are not limited to, health and safety, security, environment (including climate change), reputation and finance.
Unit 6.1 Assess and manage risks
E6.1.1 Define and manage risk management processes and procedures
E6.1.2 Identify and assess risks arising from AM activities
E6.1.3 Specify measures and methods for controlling identified risks
E6.1.4 Identify improvements needed to working practices and procedures
E6.1.5 Monitor the progress and impact of improvement actions
E6.1.6 Integrate AM related risk management with organisational risk management systems
Unit 6.2 Assure the quality of AM processes
E6.2.1 Assure the quality of AM products or processes
E6.2.2 Identify the reasons for quality assurance problems
E6.2.3 Plan and implement improvements to the quality of AM processes
E6.2.4 Evaluate the effectiveness of process improvements
Unit 6.3 Monitor and review progress and performance
E6.3.1 Assess asset condition and performance against AM strategy and objectives
E6.3.2 Assess the performance of AM activities against AM strategy and objectives
E6.3.3 Identify and implement corrective actions
E6.3.4 Analyse the progress, impact and effectiveness of corrective actions
E6.3.5 Identify lessons learned and adjust AM Strategy, policies and procedures accordingly
Unit 6.4 Review and audit compliance with legal, regulatory, ethical and social requirements
E6.4.1 Identify and monitor relevant legal, regulatory, ethical and social requirements
E6.4.2 Develop effective policies and procedures to make sure requirements are met
E6.4.3 Assess how policies and procedures are put into practice and provide support
E6.4.4 Audit compliance with relevant legislation and standards
E6.4.5 Identify and correct any failures to meet requirements
E6.4.6 Identify reasons why requirements are not met and adjust policies and procedures accordingly
Unit 6.5 Learn from incidents
E6.5.1 Investigate root cause of asset or system failures or incidents
E6.5.2 Influence investigation of incidents
E6.5.3 Make effective use of ‘lessons learned’ information from incidents
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Role 7 ASSET KNOWLEDGE MANAGEMENT
Summary These units are concerned with defining the asset information needed, how it is gathered and analysed, how it is then interpreted and managed and how the knowledge generated is applied.
Unit 7.1 Define asset information requirements
E7.1.1 Define asset information strategy
E7.1.2 Specify asset definition standards to provide a common definition of asset attributes
E7.1.3Define asset condition standards and measures and specify how these should be used in condition assessment
E7.1.4 Specify standard definitions of asset defects and failures
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Importing units of competence from the 2012 CompetenceFramework
The IAM Qualifications and Professional Development Committee is responsible for making decisions on what constitutes appropriate contextualisation and tailoring of the generic units by third parties.
The process is based on the good practice approach established by the Management Standards Centre which is promoted by the relevant regulatory authorities in the UK.
Enquiries about Third Party use of IAM Units should be directed in the first instance to:
The Institute of Asset ManagementQualifications TeamSt Brandon’s House29 Great George StreetBristolBS1 5QTUnited Kingdom
Steering GroupThe review and revision of the 2008 Framework has been managed through the IAM Qualifications Design Group, which acted as the project Steering Group. The Group members were:
Chris Lloyd CAS (Chair)Tim Feest Project Consultant
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Bibliography (selected)IAM publications•Asset Management – An Anatomy, Version 1.1, December 2011, Institute of Asset Management, www.theIAM.org.•Asset Management Landscape, June 2011, Institute of Asset Management, Bristol, www.theIAM.org.•Guidance on Using the 2012 Asset Management Competence Requirements Framework, Institute of Asset Management, Bristol, 2012, www.theIAM.org.•IAM Knowledge Centre, Institute of Asset Management, available from: http://theIAM.org/wiki/Main_Page
International publications•The Asset Management Landscape, 2011, Global Forum on Maintenance and Asset Management, ISBN 978-0-9871799-0-6 www.gfmam.org
Standards publications•BSI PAS 55-1:2008, Specification for the optimized management of physical assets, British Standards Institute, see: www.bsigroup.co.uk.•ISO55000(indraft,October2012):Asset management: overview, principles and terminology, International Standards Institute, see: http://www.iso.org.
Competence frameworks•Asset Management Competency Requirements Framework, 1st Version (2006), Institute of Asset Management, www.theIAM.org. •Asset Management Competency Requirements Framework, 2nd Version, (2008), Institute of Asset Management, www.theIAM.org•National Occupational Standards for Management and Leadership, Management Standards Council, London, 2002–2004.•OSCEng Engineering Competence Reference Standards, available from Engineering Construction Industry Training Board, King’s Langley, www.ecitb.org.uk.
•UK-SPEC, Standard for Professional Engineering Competence, Engineering Council, London, 2005, see also: http://www.engc.org.uk/ professional-qualifications/standards/uk-spec
UK Regulatory Authorities•Council for Curriculum, Examinations and Assessment, the regulatory body for public examinations and publicly funded qualifications in Northern Ireland: www.rewardinglearning.org.uk.•Ofqual, the regulator of qualifications, examinations and assessments in England and vocational qualifications in Northern Ireland. Ofqual, together with its partner regulators in Wales (DCELLS) and Northern Ireland (CCEA), is also responsible for regulation of the Qualifications and Credit Framework (QCF): www.ofqual.gov.uk.•Scottish Qualifications Authority, the regulatory body for public examinations and publicly funded qualifications in Scotland: www.sqa.org.uk.
DisclaimerThis document is for information only. The Institute of
Asset Management accepts no responsibility for the
usage or applicability of the 2012 Asset Management
Competence Requirements Framework or for any
consequences arising from its use by Third Parties.
The IAM Competences Framework Issue 3.2Part 1: Asset Management Competence Requirements Framework November 2012
About the IAMThe IAM is the professional body for those involved in acquisition, operation and care of physical assets, particularly critical infrastructure - and for professionals worldwide dedicated to furthering our knowledge and understanding of Asset Management.
Our objectives• Advance for the public benefit the science and
practice of Asset Management
• Promote and recognise high standards of practice and professional competence
• Generate widespread awareness and understanding of the discipline.
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